Data table with interview excerpts illustrating the TM types
| The humanistic type | |
| View on talent | |
| (a) Object or subject: subject | “Stated simply, our talents are our employees”(13) “Our talents are our people, all the 40 000 people who work at [company]” (2) |
| (b) Inclusive or exclusive: inclusive | “Some people say that talent management is about practices targeted at the best. That’s it. In that case, the reach and the effects are very limited. We say ‘all our employees are talents’” (6) “We are not an elitist organization. We are more like a community. For us “talent” includes everyone. We have to take care of people so that they develop and stay, so we have some practices for high performers and other practices for others” (15) |
| (c) Innate or acquired: acquired | “Talented people are the sum of what they have learned” (6) “Talent is about practice, practice, practice. You practice, you learn, you become a talent at what you do” (2) |
| (d) Output or input: input and output | “For us, talent is about having the potential for more. We know that our people will have to do more and more difficult things and more innovative things. Work is becoming more and more challenging, so we need people with resilience. Talents want to develop and grow” (16) “We talk about talent as curiosity and creativity. If something awakens your curiosity, you start to work with it, and then you become talented and then you get the results” (27) |
| (e) Transferable or context dependent: context dependent | “We have seen many employees that have been very successful in one role, and then completely fallen through in another role. Why is that? We believe it is because talent is inescapably dependent on context” (2) “It could be that the person doesn’t fit in well in one department, but would be a talent in another department” (13) |
| TM practice: recruitment | |
| (a) Reliance on recruitment: low (make) | “We want to grow our talents from within, especially managers, not bring in external hotshots. We don’t always succeed, often due to reasons outside our control. Sometimes we have to recruit externally, but the main idea is to recruit people that we help grow” (16) “We focus on developing our own supply of talent. There’s hardly any employee turnover. Some roles are very specialized, and we may not be able to grow all specialists. But that’s the exception” (25) |
| (b) Existence of entry-level fast track positions: no | “If you’re sufficiently ambitious to start working part-time here during your studies, then that’s your trainee program. […] If you don’t want to do that, but want a fast track after your studies, well that’s not how we do things” (16) “In our organization, people would see fast tracks as an easy ride. It doesn’t rhyme with the message that we’re trying to convey about how we see talent” (15) |
| (c) Reliance on formal selection tools or on personal judgment: formal tools | “We have made sure that our selection process holds high quality. We can’t have managers inventing things as they go along; it needs to be standardized and fair. So the process is centralized, with criteria definition, screening, tests, interviews and references” (25) “Our selection process is sophisticated and detailed. […] We run a whole battery of tests, interviews and so on” (24) |
| TM practice: talent identification | |
| (a) Regular talent reviews: yes | “Talent identification is all about surfacing the talent that’s already there in the employees” (16) “Those that are satisfied in their current role and feel that everything is great as it is, there we wait until they are ready. Those that say that they are ready for something new, there we assess their potential, their strengths and weaknesses, their development needs. When should they be taking the next step, and what should the next step be?” (13) |
| (b) Reliance on formal identification tools or on personal judgment: personal judgment | “We don’t identify people by placing them in a grid. We do it by talking to people. […] There are no objective ways of measuring talent. It’s up to the managers to make the assessments. […] If you have a structure for assessment, it’s easy to slip into focusing on the structure instead of the individual being assessed” (6) “Organizations need numbers and facts. But it’s not a mathematical process. We treat these numbers and facts as a tool which are included in a holistic assessment, based on managers’ appraisals” (11) |
| (c) Identification based on output or input: input and output | “We could focus a great deal more on goals and past performance, but that’s not what we need. […] If there is the slightest streak of appraisal in the meeting, it ruins the dialog. That is to be avoided at all costs” (15) “We have requirements in terms of competence and results. But we’re a public authority and our employees have to interact in a positive way with citizens and companies. And whether they do that or not is a matter of values. So we prioritize values” (25) |
| TM practice: talent development (principal practice) | |
| (a) Program-based or experienced-based development: equal emphasis | “Some of our talents will participate in our programs. Others need something else. It could be that they need a coach, or that they should do a job rotation” (16) “We think there are lots of things you can learn in programs. But even then, it’s important to emphasize practice. If you attend a program you will get assignments so that you gain experience” (2) |
| (b) Exclusive or inclusive programs: inclusive | “When we talk about talents, we’re talking about everybody. It was a challenge at first, because people thought we were only going to nominate people to programs. So we had to work hard at reassuring – ‘No, that’s not it. TM encompasses all of you. Everyone will be given development opportunities’” (13) “There are loads of courses that you can apply for. We have an academy that runs these courses and the reason why is that we want there to be development opportunities for all” (27) |
| (c) Talent pool activities are undertaken: no | “We don’t want to spotlight a group of people as management’s favorites and separate them from the rest. […] So no, we don’t have talent activities in that sense” (2) “I’m not sure the employees are thinking: “the organization has a talent process.” They know that we develop talent and that that’s important to us” (13) |
| TM practice: career management and succession planning | |
| (a) Career management focus: partly self-managed, partly traditional organizational career | “It’s a fine balance. On the one hand, talents have to drive their own careers, because they might get lazy if managers and HR take a lot of the responsibility and anyhow their careers are about how they want to develop. On the other hand, they often don’t have the whole picture, so we need to help them navigate the organization” (2) “We fill their backpacks with things they will need in their careers. But we do that to support them, we don’t decide what direction their careers will take” (24) |
| (b) Career paths: loosely defined | “There is a kind of hierarchical career ladder. But you can develop horizontally in each step. You can specialize, you can be close to the customers or you can transfer to another office. We have many different types of consultants and it’s important to show that there are many ways of having a career in our organization” (20) “There are many ways of having a career here. We have structured it a bit so we can give new recruits some idea of what to expect. But we still emphasize that there are lots of different career paths and that your career will be formed depending on what drives you” (27) |
| (c) Vertical or horizontal promotion: both | “You can take a deeper or broader role. You don’t have to become a manager, you can specialize, you can be a mentor. […] You can transfer to a different department” (26) “Some people want to climb the corporate ladder and that’s fine. But we have a number of employees and managers that aren’t interested in that type of career, but they’re still darned good, they are talents. So we have to make different types of careers possible” (16) |
| (d) Regular reviews of talent pools: no | “We do planning for top managerial positions. If there is a vacancy they are encouraged to apply. But we don’t think it makes sense to work with talent pools more generally” (2) “We have some managers nearing retirement age, and there are some positions which we see are critical. For these positions, we identify potential successors and also try to make sure they could be ready to take over when the day comes” (28) |
| TM practice: retention management | |
| (a) Emphasis on strong employer brand: high | “We have a very strong employer brand and we work hard at it. We tell them there’s a world of opportunity. There are numerous ways to develop” (2) “Here, you work together with others in a group. The development opportunities are attractive. We emphasize that we are an employer-friendly organization. If you work here, you can combine work with family life. We don’t work around the clock” (25) |
| (b) Reliance on loyalty-enhancing activities aimed at talents: low | “We just communicate what type of organization we are. We show that we are open to all. […] An employer that shows that it takes care of people gets to keep people” (16) “We show that there are development opportunities for everyone. I’m proud to say that in our organization you can start at the bottom and reach the top” (15) |
| The competitive type | |
| View on talent | |
| (a) Object or subject: subject | “To us, talents are people who should be on the move, who have the ability to take on more complex missions” (1) “As soon as you see a talent, you know she is a talent” (3) |
| (b) Inclusive or exclusive: exclusive | “It might be that all people have talent in a general sense. But in our organization, we’re referring to a specific, rather small group of employees. Talents are those that have the highest performance and that are more ready than their peers to advance” (21) “Working with TM isn’t always nice and fluffy. It’s about making tough decisions that drive performance culture. It’s about finding the talents – the stars – and giving them more resources” (23) |
| (c) Innate or acquired: innate | “Talent has nothing to do with age or experience. It’s an intrinsic quality” (17) “Naturally, our managers always try to develop and coach all their employees, but most employees can only go so far. Whereas talents, they come in and shine from the start” (5) |
| (d) Output or input: output | “A talent is someone that has track record in terms of performance, top performance over time” (5) “Talents are those that exceed expectations in terms of performance, the individuals that we target for investment” (30) |
| (e) Transferable or context dependent: transferable | “Talents have some sort of inner quality in common. Any one of our talents would easily be a talent in any other organization as well” (3) “We define our top talents as those who could find work at any of our competitors tomorrow if they wanted to” (4) |
| TM practice: recruitment | |
| (a) Reliance on recruitment: high (buy) | “We recruit talents from outside the organization in order to make sure that we always have the best on the market. We are quite aggressive in that sense” (4) “We have fired people who have worked here a number of years and who are competent. And replaced them with external recruits. Obviously this upsets people. But the thing is, we are trying to find the best within each area. So some people will feel that it’s ruthless, but we have to do it to stay on the competitive edge” (23) |
| (b) Existence of entry-level fast track positions: yes | “We don’t think talents should have to make a career from scratch. We recruit them to fast tracks so that they can advance quickly to the level where they are challenged” (17) “Fast tracks are a great way to attract young talents. And it gives us a chance to observe them during the time they’re in the program. We expect them to have taken their next career step within two years. It has a whole lot to do with visibility” (12) |
| (c) Reliance on formal selection tools or on personal judgment: formal tools | “We use tests to have objective measurement tools. To make sure we don’t make decisions based on gut feeling and experience. You know how people can brag about what good judgement they have. No, no we need to base our decisions on solid results” (17) “It’s through our selection process that young talents first come in contact with us. So our selection process forms their ideas of what kind of organization we are and what kind of people work here. We have a rigorous process with interviews and tests, and if they pass through the needle’s eye there are online leadership assessment exercises. We want to be sure that they have the potential to be good people leaders” (30) |
| TM practice: talent identification (principal practice) | |
| (a) Regular talent reviews: yes | “We make decisions about which talent pools they should be admitted to. We make an active decision each year – reconfirm or remove. We make decisions about who should be sent to assessment centers, who should attend our executive leadership programs and who should be given a new job within the next 12 months” (30) “We discuss all employees in the talent review, and we identify the talents – those that have high performance and high potential, the ones in the upper corner in our grid. […] Depending on their level, we put them in different talent pools” (5) |
| (b) Reliance on formal identification tools or on personal judgment: formal tools | “Each talent level is defined by a number of measures, so it’s very clear what our criteria are. To be even clearer, there are gates between each level. These gates are a smaller number of criteria which are absolutely critical. In that way we define what is needed to go from one talent level to another. It’s all very systematic” (3) “There is a concerted effort to invest in those that are performing very well to augment their performance even more. So we have a very rigorous assessment process, even a mandatory assessment at the junior talent level. The first step is to pass that assessment. And then we have further assessments for the more senior talent pools. So we work those quite rigorously” (30) |
| (c) Identification based on output or input: output | “We look at a combination of long-term performance and potential. They have high potential when we think, based on what we have seen of them so far in terms of measures and results, that they are willing to take the next step soon and that they have good chances of succeeding” (21) “There has to be high performance, and we rate that based on goal fulfillment. Then there is potential, but that’s basically the same thing since potential means raising the bar on your performance” (17) |
| TM practice: talent development | |
| (a) Program-based or experienced-based development: program-based | “We want to create a turbo effect on their careers. Programs are a great way to do that” (21) “Once they’re identified, we put them in programs. They learn a lot and feel appreciated. We get to know them even better, because we can observe how they act in the program environment” (12) |
| (b) Exclusive or inclusive programs: exclusive | “[Reputational provider] is responsible for delivering the program. Our CEO and HR director are always present, in all five modules. Other members of the top management team sponsor the projects the participants undertake. So it involves a huge investment of time and energy” (23) “We have a wonderful palette of programs for talents at different levels. These are nomination only, so the management team sits down with our lists of talents and looks at who should be considered. It’s time consuming, but it also gives the programs a certain aura” (30) |
| (c) Talent pool activities are undertaken: yes | “We organize events where the talents spend a number of days with our CEO and our HR director. That way, they learn what TM looks like in our organization and what opportunities there are. There are other “special treatment” activities as well, like creating visibility through projects and special assignments, presentations in the management team” (21) “It’s important that talents meet each other and talk to each other. We pull them out of their local contexts by putting together activities and projects on a global level. It broadens their horizons” (3) |
| TM practice: career management and succession planning | |
| (a) Career management focus: traditional organizational career | “Once they are in the talent pools, their managers and HR have a shared responsibility for their careers. HR tells them what expectations we have on them, what criteria they are assessed on. But the main responsibility lies on their managers. They need to think about openings and how talents can be given new responsibilities. These managers are, in their turn, assessed on how they develop talents for the organization” (3) “Of course we don’t guarantee that they will be on the group management team in so and so many years. But we work hard to create career opportunities for them” (4) |
| (b) Career paths: clearly defined | “We have four different career paths, and for each there are very clear steps which show how you advance from one level to another” (12) “Our career paths are structured, there are different steps and they show how you can advance and what the requirements are for advancing” (3) |
| (c) Vertical or horizontal promotion: vertical | “We have highly valued specialists, and they may be the ones contributing the most to our profit. But we don’t view them as talents. […] To us, talents are people who are ready to advance to the next hierarchical level” (5) “Whatever the career path, the focus is on leadership. On getting the best to advance to higher and higher positions and more and more responsibility, as far as their abilities can take them” (4) |
| (d) Regular reviews of talent pools: yes | “When we go through our talent pool, we work actively with laying the big puzzle. We ensure that we have the right person in the right place, that what we do ties in to our business plan, that our talents are doing the right things and that we are reaching our goals” (5) “These different pools are reviewed regularly, which is key to getting them to stay. Some should stay in their current position to accumulate more experience and get even better, but those that should move are matched with current openings” (12) |
| TM practice: retention management | |
| (a) Emphasis on strong employer brand: high | “We are of course fighting with our competitors to attract the best. It’s essential that we build our employer brand, so that we can tell them “if you join us you will be able to go far; cool things will happen to you here’” (4) “We’re very reliant on young talents and the reason why we succeed with bringing in young talent is because we put a lot of effort into branding. We don’t just do standard stuff like fairs, but make sure that we’re involved in student activities and courses” (1) |
| (b) Reliance on loyalty-enhancing activities aimed at talents: high | “Showing talents that we have a very clear plan for them is important, because they leave if we don’t. […] Our talent initiatives give them a better career, a better salary and recognition” (21) “To be honest we pay extremely well. And talents get to meet the CEO, they like that. There’s the shadow cabinet and management presentations. So they feel that it’s very exciting and challenging to work here. We know that these things are attractive and that they keep the talents onboard” (5) |
| The elitist type | |
| View on talent | |
| (a) Object or subject: subject | “A talent is a person who sticks on you. We use this expression “stickiness” to describe talents. A talent sticks on people within the organization, talents are people that others turn to. They stick on clients. With time, clients become so confident in them that they know they can turn to them just as well as to the partners. Talents drive business” (10) “It’s well known in the organization who our talents are. We really don’t need calibrations for that, because everyone knows anyway” (8) |
| (b) Inclusive or exclusive: exclusive | “Everyone who starts working for us is very good, the best in their university cohort. Our talents are the best amongst these – the best of the best” (9) “Our talents are our aces. They advance through our different career steps much more quickly than the people they started with” (8) |
| (c) Innate or acquired: innate | “Talents are talented right from the start. But no matter how talented they are, they of course have to be formed, and we do that here” (22) “The talents have something special, and it’s there from the beginning. But when they start working for us, they are inexperienced. We give them the opportunity to gain the experience that can make them full-fledged. If you don’t have talent but work really hard, you still can’t become the best. But if you have talent and you’re given more and more difficult things to do and you put your heart and soul in your work, then you have the chance to become fully fledged” (7) |
| (d) Output or input: output and input | “Talents are really good. We never compromise our performance standards. But there’s more to it than that. Talents have a flair for handling people, for winning them over. Both clients and colleagues” (10) “With talents, the track record is always there. But a talent is also a talent because he or she has the right motivation. And a talent is always a quick thinker, decisive, solutions-oriented, communicative, and able to draw boundaries” (7) |
| (e) Transferable or context dependent: transferable | “We lose talents, not a lot but some. While we of course do our utmost to get our talents to stay, we’re also proud of the fact that they are so attractive. Our talents could work anywhere” (10) “We produce talents that are highly attractive on the external labor market. It’s quite a challenge, because we need to produce these talents but we have to make sure they stay” (8) |
| TM practice: recruitment (principle practice) | |
| (a) Reliance on recruitment: low (make) | “Entry-level recruitment and selection are absolutely critical to us. Our process is meticulous. We put a lot of time and effort into it. We must attract and choose the best. This is a quite elitist environment” (9) “In most companies, new recruits come in with a degree and they use what they have learned in their education to complete different work tasks. Here, the degree is just an entrance ticket and then we develop them on the job during their tenure with us. You could put it this way: we are very selective when we recruit and then we transform them from pupae into butterflies” (7) |
| (b) Existence of entry-level fast track positions: no | “There is a career ladder with very clear steps. You can move more quickly up the ladder than your peers, but you can never skip a step. It’s all strictly regulated” (9) “Everyone starts at the same position. We have long development paths, career paths. Within that structure people work on different projects. But everyone goes through the same steps” (8) |
| (c) Reliance on formal selection tools or on personal judgment: personal judgment | “We are quite careful when it comes to finding the right candidates. We look at grades, but we look very carefully at the individual’s engagement because it is so extremely important for our business. We do tests and we have case interviews. But what’s most important is that our partners are involved and meet the candidates. It’s quite the needle’s eye” (7) “We get a lot of applications and they are strong applications. The biggest challenge is to get beyond the surface. They are all well-drilled and know the right things to say and do, but we want the genuine talents. The only way to find them is through interviews. We use a case as well, but interviews are even more effective. All in all the interview process includes five interviews. The final one is with our country manager” (22) |
| TM practice: talent identification | |
| (a) Regular talent reviews: yes | “Each employee is evaluated by someone a few notches above on the totem pole. The evaluation is based both on hard performance data and 360 degree evaluations. […] After that there is a review meeting, and there we add the dimension of potential, where potential is defined as the individual’s capacity to grow business” (19) “We spend hours calibrating to identify the very best. Your placement is relative to everyone else’s, of course. It’s like a race, a hundred meter dash. Who crossed the finish line first?” (7) |
| (b) Reliance on formal identification tools or on personal judgment: personal judgment | “Some get chosen and some don’t. And those that don’t, it could be their performance but it could also be that they are boring types. Sure, it’s a tough decision, but somehow it’s also crystal clear. There are no absolute criteria; it’s more that you feel it” (22) “Well, there are a number of criteria but each assessor has his or her own approach. […] In the calibrations, we dig into the performance data and have extensive discussions that puts the data into context. So while we have a very quantitative system, the final rating is based on our subjective assessment” (19) |
| (c) Identification based on output or input: output and input | “Performance is not enough. We expect them all to be high-performers. Talents know how you should be. To advance in our firm, you have to be smart, hungry and curious. You need to be easy to be with, not rigid or cocky” (10) “Performance and professional competence are important of course. But for us to assess someone as a talent there is a whole sort of self-conduct that needs to be there in the person. We look at how comfortably they relate to others, how they do business, if they get people to listen to them. They have to be able to sell, they have to be able to stand on their own legs and create a lot of value” (9) |
| TM practice: talent development | |
| (a) Program-based or experienced-based development: experience-based | “They [partners] can let you tag along to pitches and trips abroad and conferences. […] They can get you assigned to more prestigious and perhaps more exciting projects. They can give you more responsibility. They can hand over clients” (10) “We have some programs but they are of minor importance. The important thing is that they are developed so that they get the tacit knowledge of this work, and that means development on the job. […] So, the projects they work in are the basic component of development” (9) |
| (b) Exclusive or inclusive programs: exclusive | “The large part of development is through projects and different experiences. But we also have leadership programs for talents. They like the global programs” (8) “Our employees are very pressed for time and very focused on their client work, so learning in projects will always be the main type of learning. Programs need to hold very high quality to be appreciated. We have case-based programs for talents” (22) |
| (c) Talent pool activities are undertaken: no | “The thing is, we don’t like to tell people they have been identified as talents. They probably know anyway, but we don’t tell them. The climate is competitive enough as it is, since people are used to being the best – in school, at university and so on. So no, we don’t have any activities for talents as a group” (10) “We don’t spotlight talents as talents. We spotlight good work results like bringing in new business, because we want to show off good examples. Managers and HR know who they are, but we don’t have an official talent pool and we don’t arrange events for them or anything” (8) |
| TM practice: career management and succession planning | |
| (a) Career management focus: traditional organizational career | “To advance, you have to connect with a partner and get him to like you. […] Talents know that their career lies in the hand of the partner, it depends on whether he will take you to the next step” (9) “Your career depends on how you are staffed. There are projects that are high profile and exciting, that give you a steep learning curve and that advance your career. And then there are run-of-the-mill projects. There is a formal system for staffing, but to get ahead you need to have people who can help you get staffed on the best projects” (19) |
| (b) Career paths: clearly defined | “We have the classic up or out system that involves climbing a specific and clearly defined career ladder” (9) “The first promotion level is the associate level, the next the manager level. And at both of these you start as junior and can be promoted to senior. And then there is the final step up to partner. All levels are of course clearly defined in terms of competencies, responsibilities and behaviors” (8) |
| (c) Vertical or horizontal promotion: vertical | “We’re not like [well-known management consultancy]. Our up or out is not as clear as that. We do have a very clear career ladder, but it’s not as clear how long you can stay at each level before you’re out. Still, you’re expected to advance and not stay at the same level. If you don’t advance, that’s a very clear signal, and since you have a great job market, there’s no reason not to move on” (19) “There are all these different career levels. And there are defined criteria that reflect what you have to know and accomplish to take the step up. Today, we are more flexible with how long you can stay at each step. But they know that there needs to be constant progression upwards” (10) |
| (d) Regular reviews of talent pools: no | “Each talent is assigned a senior partner that is given the task to watch over the talent’s career. They have to make really sure that our talents are put on the right assignments. All client projects are not equal in status and the learning curve that they generate. There can also be internal projects that talents should be involved in but, again, it has to be the right projects” (7) “There is a formal system for staffing, where the group leader is responsible for making sure that all employees are in projects and everyone is treated equally. But in practice, partners take care of talents and put them in the right projects. So partners have a mandate to place talents in the projects that will develop them the most. It’s relationship-based” (9) |
| TM practice: retention management | |
| (a) Emphasis on strong employer brand: high | “It’s really important for us to build relationships with students. Our brand needs to be very strong. Actually we don’t need to address all students, but that’s what we do. We only want the best, those that are ambitious and willing to work hard and are best in class academically and good at managing relationships. We want the best to see that they have a lot to gain by joining us. We already have the best people, so they get to work with the best. We have the most exciting business on the market” (9) “Our employer brand is strategically important. Especially at the universities, since we only recruit young people straight from university, from the elite universities. We ask the alumni from these universities amongst our employees to go back to their alma mater, identify the talents, and market the firm. And I must say we have succeeded well; we have a continuous flow of very strong applications from the elite universities” (22) |
| (b) Reliance on loyalty-enhancing activities aimed at talents: high | “To be honest, you can become disgustingly rich by working here. That’s how we attract the best, and that’s how we get the best of the best to stay” (6) “We pay all employees well, and the system for basic pay is very transparent and easily understood. Above that there is the bonus, where you can get between zero and eighteen monthly salaries. So some get nothing, and one person always gets eighteen months. Everybody knows the average, so our talents know they are our talents and they feel valued” (19) |
| The entrepreneurial type | |
| View on talent | |
| (a) Object or subject: subject | “A talent is an employee with high potential and ambition to develop” (29) “If people find their motivation, are challenged and find themselves enough different positions and experiences throughout their lives, they become talents” (18) |
| (b) Inclusive or exclusive: inclusive | “Of course you have to be intelligent and smart, and most people are. But you have to find the right environment. I really believe that everybody has the potential to bloom” (14) “I don’t believe that we should pick out people and say: “you’re a talent and you’re a talent and you’re a talent and we’re going to invest in you so let’s get to it.” No, I think it is better to let people in and let them show that they deserve to be invested in, partly by applying for different jobs, partly by taking assignments abroad, partly by taking initiative” (18) |
| (c) Innate or acquired: acquired | “When you’ve completed different missions at different levels, you learn a lot and become very good at what you do. You become a talent based on that experience” (18) “It’s about attitude. If you have the right attitude you can do anything. […] People want to apply themselves, they want to do well. When they understand what drives them, they run even faster. And then they learn what works and what doesn’t. In reality, there is no right or wrong; there is doing, dialog and learning. […] So attitude breeds results and before you know it you are a talent” (14) |
| (d) Output or input: input | “A talent is someone that is driven and wants to go further. […] I meet a lot of intelligent, extremely well-educated people. But it doesn’t always mean they want to develop. Talents are different. They may start from a basic position, but they have an enormous appetite and this fire” (29) “Our organizational culture is extremely strong. It is what has made it possible for us to be so successful around the world. Talents are defined first and foremost by how they live this culture. They are driven, they take on responsibility, they earn our confidence and they are humble and non-authoritarian. We just assume they also have the right competence” (18) |
| (e) Transferable or context dependent: context dependent | “We need a special type of talents, we need [organization] type of talents. We have our own culture and our own way of doing things, like most other companies” (18) “You can be a top talent in one company but be average in another company, even underperform. […] It is this corporate culture that is so very important. It is almost the most important thing. You know, how right fit you are” (29) |
| TM practice: recruitment | |
| (a) Reliance on recruitment: low (make) | “We have been building our culture for 30 years. We are all born into this culture, we have hordes of people who have been working here for many, many years and basically all staffing is internal. We believe very strongly in building our own talent pool. The organization gets disturbed when external people are hired, and we’re not very good at handling it” (18) “For us the natural thing is to make our own talent. Since we’ve been growing so fast, we’ve had to develop a culture of drive, independence, action orientation and quick decision-making. We grow talents into this culture by throwing challenges at them and, if they succeed, giving them even more challenges” (14) |
| (b) Existence of entry-level fast track positions: no | “We are not partial to programs where you pick some employees, put them in a fast track and then pilot them through their careers to specific positions” (18) “New recruits have to show what they can do, they have to deliver. They have to show that they can operate in this environment. If they do that, then we’ll promote them; but there are no fast tracks” (14) |
| (c) Reliance on formal selection tools or on personal judgment: personal judgment | “It’s quite easy to see after a while. You feel it. […] You make a judgment. You talk to them. And then we discuss with each other to make sure we agree internally” (29) “When we recruit, we look for passion and energy. It beats formal qualifications, because it’s time consuming to supervise people who don’t have the energy to get things done on their own. And it’s more fun to be with energetic people. Of course, you don’t see this on their cv or test results. You feel it when you meet them” (18) |
| TM practice: talent identification | |
| (a) Regular talent reviews: no | “You cannot sit and wait for me as a manager to come to you. We don’t work like that. It is you who need to almost say “hello, I am very clever, very able, I can do this and this.” Ok, she is really ambitious, she is actually delivering – I think she is a top talent” (29) “We have chosen not to identity talents, we have scrapped the idea of talent reviews. What we do instead is to maximize career opportunities so that those who have the drive and interest can expose themselves to challenging tasks” (18) |
| (b) Reliance on formal identification tools or on personal judgment: personal judgment | “We are not mathematical about it. We don’t use any sophisticated tools. It is our culture to be simple, easily implementable, understandable to managers. […] We don’t use tests or anything. You are open and express your ambition, and then we can see: is there a drive, is there a motivation? Some companies have a whole team of psychologists that examines people. But to be honest, I don’t think the end result they get is any better” (29) “We don’t like academic approaches. It complicates things too much. Managers use their judgment. If they seem to be making stupid decisions, we talk to them and ask them what’s going on” (14) |
| (c) Identification based on output or input: input | “Culture beats strategy, policy and procedures. Culture and values is a much more powerful tool. […] So in talent identification, behaviors weigh more than performance. Because you could underperform for whatever reasons, but it is the attitude that is so much more difficult to fix” (29) “We have employees that perform really well. And it might be tempting to make talent decisions based on that. But if there is no commitment and drive, then they won’t succeed in the future. When we identify talent, we do it on the basis of commitment and drive. It’s more important to find people with incredible engagement and drive, even if their performance is not at the top. Because these people will succeed” (14) |
| TM practice: talent development | |
| (a) Program-based or experienced-based development: experience-based | “What we really focus on is internal development. The important thing is that people do many different things. First of all, you must apply. That’s basic. Nobody asks if you want to do something, you have to make it happen. It starts there. Next, when you say that you have seen this assignment and are interested in it and that you think you can do a good job, then you talk to your manager and define the assignment” (18) “You cannot develop people unless you give them very challenging tasks. […] We have adopted the 70-20-10 approach, which basically 70 percent means learning by doing. In order to do that, you need to have challenging tasks. 20 percent actually comes from interactions, meaning feedback from your manager. You are coached or mentored. You develop just by getting feedback or socializing and networking. And then 10 percent is formal training. People very often see this as being sent out to an external institution and being trained in a classroom. But we don’t have programs. Instead, things like reading the internet actually is this ten percent. You know, people don’t perceive it as training because knowledge is so available” (29) |
| (b) Exclusive or inclusive programs: inclusive | “Due to our philosophy and strong belief in an open labor market, it would be difficult to implement a high potential program for only a few. We see that it triggers questions of why we should do it. It would run counter to our basic beliefs” (18) “We have a kind of condescending attitude to fancy stuff, things organizations do just to look good. We’re not like [organization in same industry], we don’t have talent programs, we sort of look down on them. We as an organization and talents as individuals don’t need fancy programs. They need the chance to develop and show who they really are” (14) |
| (c) Talent pool activities are undertaken: no | “We don’t say: “You are now in the talent pool, so now I will collect you all together and then you will go on this fantastic training.” Then they will expect all these activities, and we don’t have these things. We just say: “You are fantastic. I will give you more work now’” (29) “Our culture builds on entrepreneurial thinking and individual drive, so we assume that talents make their own way otherwise they’re not talents. There’s no need for us to organize anything” (14) |
| TM practice: career management and succession planning (principle practice) | |
| (a) Career management focus: self-managed | “It is your responsibility as an employee to take responsibility for your development. […] You are in the driver’s seat of your career, your life and your development” (29) “If someone had the same position three or four years, I would tell them: “Hey, do something else” But then that person would need to look for herself, find another exposure or stretch. The individual’s career is her responsibility, not the organization’s or the manager’s. We don’t want managers asking around, trying to find the next jobs for their talents. If they don’t find their next job themselves, they’re not talent” (18) |
| (b) Career paths: ad hoc | “How am I supposed to know what you want and need? You are the one who needs to tell us. So I think the whole work around [TM] starts with individual responsibility. […] We will not come to you and give you a career path” (29) “People are different and driven by different things. People have very different ideas of career. One of [company’s] strengths is that nobody has to stay put within one occupation or profession, where the only way to have a career is to become a manager. We have an open labor market and so each individual’s career depends on what openings there are and what the individual wants” (14) |
| (c) Vertical or horizontal promotion: Both | “You could become manager, but you could also become project leader for this project in the US, you could lead that project in Brazil, you could be R&D manager or you could do that or that” (18) “In an organization like this there is a lot of freedom, because it isn’t hierarchical. […] Real talents cross boundaries and do different things. And they develop in their current role. They take more responsibility, they are given an extended role, they are highlighted as informal leaders or experts and are made visible in that way” (29) |
| (d) Regular reviews of talent pools: no | “What’s so cool about [organization] is that we have an open labor market. Every single opening is put on our intranet and made visible to everyone” (14) “Instead of traveling the world and getting the local offices to work with placement of talent, we travel the world and make sure that the open labor market really functions well. We don’t do that thing, you know, where “I think this talent would be a good match for that opening” or “that talent should have advanced so and so in three years” (18) |
| TM practice: retention management | |
| (a) Emphasis on strong employer brand: high | “It is not at all difficult to communicate to potential employees what we offer. We believe relentlessly that we have able employees. What we communicate is that we don’t pick five talents and put all our efforts on them. Here, everyone gets chances” (18) “Our EVP fits right in with the way we work with talent. So, our vision is to be the employer of choice for people who like to challenge and be challenged. The EVP has our culture as the umbrella, and a key part is growing our people to grow the business” (29) |
| (b) Reliance on loyalty-enhancing activities aimed at talents: high | “We want people to develop their own strategies. Their own KPI’s. […] When they are done, their manager says “well done, go ahead and apply for your next challenge’” (18) “We work with the mindset that you, the employee, are in charge. You will be driving things, we will support you. All of this to drive engagement, and engagement drives profitability” (29) |
| (a) Object or subject: subject | “Stated simply, our talents are our employees”(13) |
| (b) Inclusive or exclusive: inclusive | “Some people say that talent management is about practices targeted at the best. That’s it. In that case, the reach and the effects are very limited. We say ‘all our employees are talents’” (6) |
| (c) Innate or acquired: acquired | “Talented people are the sum of what they have learned” (6) |
| (d) Output or input: input and output | “For us, talent is about having the potential for more. We know that our people will have to do more and more difficult things and more innovative things. Work is becoming more and more challenging, so we need people with resilience. Talents want to develop and grow” (16) |
| (e) Transferable or context dependent: context dependent | “We have seen many employees that have been very successful in one role, and then completely fallen through in another role. Why is that? We believe it is because talent is inescapably dependent on context” (2) |
| (a) Reliance on recruitment: low (make) | “We want to grow our talents from within, especially managers, not bring in external hotshots. We don’t always succeed, often due to reasons outside our control. Sometimes we have to recruit externally, but the main idea is to recruit people that we help grow” (16) |
| (b) Existence of entry-level fast track positions: no | “If you’re sufficiently ambitious to start working part-time here during your studies, then that’s your trainee program. […] If you don’t want to do that, but want a fast track after your studies, well that’s not how we do things” (16) |
| (c) Reliance on formal selection tools or on personal judgment: formal tools | “We have made sure that our selection process holds high quality. We can’t have managers inventing things as they go along; it needs to be standardized and fair. So the process is centralized, with criteria definition, screening, tests, interviews and references” (25) |
| (a) Regular talent reviews: yes | “Talent identification is all about surfacing the talent that’s already there in the employees” (16) |
| (b) Reliance on formal identification tools or on personal judgment: personal judgment | “We don’t identify people by placing them in a grid. We do it by talking to people. […] There are no objective ways of measuring talent. It’s up to the managers to make the assessments. […] If you have a structure for assessment, it’s easy to slip into focusing on the structure instead of the individual being assessed” (6) |
| (c) Identification based on output or input: input and output | “We could focus a great deal more on goals and past performance, but that’s not what we need. […] If there is the slightest streak of appraisal in the meeting, it ruins the dialog. That is to be avoided at all costs” (15) |
| (a) Program-based or experienced-based development: equal emphasis | “Some of our talents will participate in our programs. Others need something else. It could be that they need a coach, or that they should do a job rotation” (16) |
| (b) Exclusive or inclusive programs: inclusive | “When we talk about talents, we’re talking about everybody. It was a challenge at first, because people thought we were only going to nominate people to programs. So we had to work hard at reassuring – ‘No, that’s not it. TM encompasses all of you. Everyone will be given development opportunities’” (13) |
| (c) Talent pool activities are undertaken: no | “We don’t want to spotlight a group of people as management’s favorites and separate them from the rest. […] So no, we don’t have talent activities in that sense” (2) |
| (a) Career management focus: partly self-managed, partly traditional organizational career | “It’s a fine balance. On the one hand, talents have to drive their own careers, because they might get lazy if managers and HR take a lot of the responsibility and anyhow their careers are about how they want to develop. On the other hand, they often don’t have the whole picture, so we need to help them navigate the organization” (2) |
| (b) Career paths: loosely defined | “There is a kind of hierarchical career ladder. But you can develop horizontally in each step. You can specialize, you can be close to the customers or you can transfer to another office. We have many different types of consultants and it’s important to show that there are many ways of having a career in our organization” (20) |
| (c) Vertical or horizontal promotion: both | “You can take a deeper or broader role. You don’t have to become a manager, you can specialize, you can be a mentor. […] You can transfer to a different department” (26) |
| (d) Regular reviews of talent pools: no | “We do planning for top managerial positions. If there is a vacancy they are encouraged to apply. But we don’t think it makes sense to work with talent pools more generally” (2) |
| (a) Emphasis on strong employer brand: high | “We have a very strong employer brand and we work hard at it. We tell them there’s a world of opportunity. There are numerous ways to develop” (2) |
| (b) Reliance on loyalty-enhancing activities aimed at talents: low | “We just communicate what type of organization we are. We show that we are open to all. […] An employer that shows that it takes care of people gets to keep people” (16) |
| (a) Object or subject: subject | “To us, talents are people who should be on the move, who have the ability to take on more complex missions” (1) |
| (b) Inclusive or exclusive: exclusive | “It might be that all people have talent in a general sense. But in our organization, we’re referring to a specific, rather small group of employees. Talents are those that have the highest performance and that are more ready than their peers to advance” (21) |
| (c) Innate or acquired: innate | “Talent has nothing to do with age or experience. It’s an intrinsic quality” (17) |
| (d) Output or input: output | “A talent is someone that has track record in terms of performance, top performance over time” (5) |
| (e) Transferable or context dependent: transferable | “Talents have some sort of inner quality in common. Any one of our talents would easily be a talent in any other organization as well” (3) |
| (a) Reliance on recruitment: high (buy) | “We recruit talents from outside the organization in order to make sure that we always have the best on the market. We are quite aggressive in that sense” (4) |
| (b) Existence of entry-level fast track positions: yes | “We don’t think talents should have to make a career from scratch. We recruit them to fast tracks so that they can advance quickly to the level where they are challenged” (17) |
| (c) Reliance on formal selection tools or on personal judgment: formal tools | “We use tests to have objective measurement tools. To make sure we don’t make decisions based on gut feeling and experience. You know how people can brag about what good judgement they have. No, no we need to base our decisions on solid results” (17) |
| (a) Regular talent reviews: yes | “We make decisions about which talent pools they should be admitted to. We make an active decision each year – reconfirm or remove. We make decisions about who should be sent to assessment centers, who should attend our executive leadership programs and who should be given a new job within the next 12 months” (30) |
| (b) Reliance on formal identification tools or on personal judgment: formal tools | “Each talent level is defined by a number of measures, so it’s very clear what our criteria are. To be even clearer, there are gates between each level. These gates are a smaller number of criteria which are absolutely critical. In that way we define what is needed to go from one talent level to another. It’s all very systematic” (3) |
| (c) Identification based on output or input: output | “We look at a combination of long-term performance and potential. They have high potential when we think, based on what we have seen of them so far in terms of measures and results, that they are willing to take the next step soon and that they have good chances of succeeding” (21) |
| (a) Program-based or experienced-based development: program-based | “We want to create a turbo effect on their careers. Programs are a great way to do that” (21) |
| (b) Exclusive or inclusive programs: exclusive | “[Reputational provider] is responsible for delivering the program. Our CEO and HR director are always present, in all five modules. Other members of the top management team sponsor the projects the participants undertake. So it involves a huge investment of time and energy” (23) |
| (c) Talent pool activities are undertaken: yes | “We organize events where the talents spend a number of days with our CEO and our HR director. That way, they learn what TM looks like in our organization and what opportunities there are. There are other “special treatment” activities as well, like creating visibility through projects and special assignments, presentations in the management team” (21) |
| (a) Career management focus: traditional organizational career | “Once they are in the talent pools, their managers and HR have a shared responsibility for their careers. HR tells them what expectations we have on them, what criteria they are assessed on. But the main responsibility lies on their managers. They need to think about openings and how talents can be given new responsibilities. These managers are, in their turn, assessed on how they develop talents for the organization” (3) |
| (b) Career paths: clearly defined | “We have four different career paths, and for each there are very clear steps which show how you advance from one level to another” (12) |
| (c) Vertical or horizontal promotion: vertical | “We have highly valued specialists, and they may be the ones contributing the most to our profit. But we don’t view them as talents. […] To us, talents are people who are ready to advance to the next hierarchical level” (5) |
| (d) Regular reviews of talent pools: yes | “When we go through our talent pool, we work actively with laying the big puzzle. We ensure that we have the right person in the right place, that what we do ties in to our business plan, that our talents are doing the right things and that we are reaching our goals” (5) |
| (a) Emphasis on strong employer brand: high | “We are of course fighting with our competitors to attract the best. It’s essential that we build our employer brand, so that we can tell them “if you join us you will be able to go far; cool things will happen to you here’” (4) |
| (b) Reliance on loyalty-enhancing activities aimed at talents: high | “Showing talents that we have a very clear plan for them is important, because they leave if we don’t. […] Our talent initiatives give them a better career, a better salary and recognition” (21) |
| (a) Object or subject: subject | “A talent is a person who sticks on you. We use this expression “stickiness” to describe talents. A talent sticks on people within the organization, talents are people that others turn to. They stick on clients. With time, clients become so confident in them that they know they can turn to them just as well as to the partners. Talents drive business” (10) |
| (b) Inclusive or exclusive: exclusive | “Everyone who starts working for us is very good, the best in their university cohort. Our talents are the best amongst these – the best of the best” (9) |
| (c) Innate or acquired: innate | “Talents are talented right from the start. But no matter how talented they are, they of course have to be formed, and we do that here” (22) |
| (d) Output or input: output and input | “Talents are really good. We never compromise our performance standards. But there’s more to it than that. Talents have a flair for handling people, for winning them over. Both clients and colleagues” (10) |
| (e) Transferable or context dependent: transferable | “We lose talents, not a lot but some. While we of course do our utmost to get our talents to stay, we’re also proud of the fact that they are so attractive. Our talents could work anywhere” (10) |
| (a) Reliance on recruitment: low (make) | “Entry-level recruitment and selection are absolutely critical to us. Our process is meticulous. We put a lot of time and effort into it. We must attract and choose the best. This is a quite elitist environment” (9) |
| (b) Existence of entry-level fast track positions: no | “There is a career ladder with very clear steps. You can move more quickly up the ladder than your peers, but you can never skip a step. It’s all strictly regulated” (9) |
| (c) Reliance on formal selection tools or on personal judgment: personal judgment | “We are quite careful when it comes to finding the right candidates. We look at grades, but we look very carefully at the individual’s engagement because it is so extremely important for our business. We do tests and we have case interviews. But what’s most important is that our partners are involved and meet the candidates. It’s quite the needle’s eye” (7) |
| (a) Regular talent reviews: yes | “Each employee is evaluated by someone a few notches above on the totem pole. The evaluation is based both on hard performance data and 360 degree evaluations. […] After that there is a review meeting, and there we add the dimension of potential, where potential is defined as the individual’s capacity to grow business” (19) |
| (b) Reliance on formal identification tools or on personal judgment: personal judgment | “Some get chosen and some don’t. And those that don’t, it could be their performance but it could also be that they are boring types. Sure, it’s a tough decision, but somehow it’s also crystal clear. There are no absolute criteria; it’s more that you feel it” (22) |
| (c) Identification based on output or input: output and input | “Performance is not enough. We expect them all to be high-performers. Talents know how you should be. To advance in our firm, you have to be smart, hungry and curious. You need to be easy to be with, not rigid or cocky” (10) |
| (a) Program-based or experienced-based development: experience-based | “They [partners] can let you tag along to pitches and trips abroad and conferences. […] They can get you assigned to more prestigious and perhaps more exciting projects. They can give you more responsibility. They can hand over clients” (10) |
| (b) Exclusive or inclusive programs: exclusive | “The large part of development is through projects and different experiences. But we also have leadership programs for talents. They like the global programs” (8) |
| (c) Talent pool activities are undertaken: no | “The thing is, we don’t like to tell people they have been identified as talents. They probably know anyway, but we don’t tell them. The climate is competitive enough as it is, since people are used to being the best – in school, at university and so on. So no, we don’t have any activities for talents as a group” (10) |
| (a) Career management focus: traditional organizational career | “To advance, you have to connect with a partner and get him to like you. […] Talents know that their career lies in the hand of the partner, it depends on whether he will take you to the next step” (9) |
| (b) Career paths: clearly defined | “We have the classic up or out system that involves climbing a specific and clearly defined career ladder” (9) |
| (c) Vertical or horizontal promotion: vertical | “We’re not like [well-known management consultancy]. Our up or out is not as clear as that. We do have a very clear career ladder, but it’s not as clear how long you can stay at each level before you’re out. Still, you’re expected to advance and not stay at the same level. If you don’t advance, that’s a very clear signal, and since you have a great job market, there’s no reason not to move on” (19) |
| (d) Regular reviews of talent pools: no | “Each talent is assigned a senior partner that is given the task to watch over the talent’s career. They have to make really sure that our talents are put on the right assignments. All client projects are not equal in status and the learning curve that they generate. There can also be internal projects that talents should be involved in but, again, it has to be the right projects” (7) |
| (a) Emphasis on strong employer brand: high | “It’s really important for us to build relationships with students. Our brand needs to be very strong. Actually we don’t need to address all students, but that’s what we do. We only want the best, those that are ambitious and willing to work hard and are best in class academically and good at managing relationships. We want the best to see that they have a lot to gain by joining us. We already have the best people, so they get to work with the best. We have the most exciting business on the market” (9) |
| (b) Reliance on loyalty-enhancing activities aimed at talents: high | “To be honest, you can become disgustingly rich by working here. That’s how we attract the best, and that’s how we get the best of the best to stay” (6) |
| (a) Object or subject: subject | “A talent is an employee with high potential and ambition to develop” (29) |
| (b) Inclusive or exclusive: inclusive | “Of course you have to be intelligent and smart, and most people are. But you have to find the right environment. I really believe that everybody has the potential to bloom” (14) |
| (c) Innate or acquired: acquired | “When you’ve completed different missions at different levels, you learn a lot and become very good at what you do. You become a talent based on that experience” (18) |
| (d) Output or input: input | “A talent is someone that is driven and wants to go further. […] I meet a lot of intelligent, extremely well-educated people. But it doesn’t always mean they want to develop. Talents are different. They may start from a basic position, but they have an enormous appetite and this fire” (29) |
| (e) Transferable or context dependent: context dependent | “We need a special type of talents, we need [organization] type of talents. We have our own culture and our own way of doing things, like most other companies” (18) |
| (a) Reliance on recruitment: low (make) | “We have been building our culture for 30 years. We are all born into this culture, we have hordes of people who have been working here for many, many years and basically all staffing is internal. We believe very strongly in building our own talent pool. The organization gets disturbed when external people are hired, and we’re not very good at handling it” (18) |
| (b) Existence of entry-level fast track positions: no | “We are not partial to programs where you pick some employees, put them in a fast track and then pilot them through their careers to specific positions” (18) |
| (c) Reliance on formal selection tools or on personal judgment: personal judgment | “It’s quite easy to see after a while. You feel it. […] You make a judgment. You talk to them. And then we discuss with each other to make sure we agree internally” (29) |
| (a) Regular talent reviews: no | “You cannot sit and wait for me as a manager to come to you. We don’t work like that. It is you who need to almost say “hello, I am very clever, very able, I can do this and this.” Ok, she is really ambitious, she is actually delivering – I think she is a top talent” (29) |
| (b) Reliance on formal identification tools or on personal judgment: personal judgment | “We are not mathematical about it. We don’t use any sophisticated tools. It is our culture to be simple, easily implementable, understandable to managers. […] We don’t use tests or anything. You are open and express your ambition, and then we can see: is there a drive, is there a motivation? Some companies have a whole team of psychologists that examines people. But to be honest, I don’t think the end result they get is any better” (29) |
| (c) Identification based on output or input: input | “Culture beats strategy, policy and procedures. Culture and values is a much more powerful tool. […] So in talent identification, behaviors weigh more than performance. Because you could underperform for whatever reasons, but it is the attitude that is so much more difficult to fix” (29) |
| (a) Program-based or experienced-based development: experience-based | “What we really focus on is internal development. The important thing is that people do many different things. First of all, you must apply. That’s basic. Nobody asks if you want to do something, you have to make it happen. It starts there. Next, when you say that you have seen this assignment and are interested in it and that you think you can do a good job, then you talk to your manager and define the assignment” (18) |
| (b) Exclusive or inclusive programs: inclusive | “Due to our philosophy and strong belief in an open labor market, it would be difficult to implement a high potential program for only a few. We see that it triggers questions of why we should do it. It would run counter to our basic beliefs” (18) |
| (c) Talent pool activities are undertaken: no | “We don’t say: “You are now in the talent pool, so now I will collect you all together and then you will go on this fantastic training.” Then they will expect all these activities, and we don’t have these things. We just say: “You are fantastic. I will give you more work now’” (29) |
| (a) Career management focus: self-managed | “It is your responsibility as an employee to take responsibility for your development. […] You are in the driver’s seat of your career, your life and your development” (29) |
| (b) Career paths: ad hoc | “How am I supposed to know what you want and need? You are the one who needs to tell us. So I think the whole work around [TM] starts with individual responsibility. […] We will not come to you and give you a career path” (29) |
| (c) Vertical or horizontal promotion: Both | “You could become manager, but you could also become project leader for this project in the US, you could lead that project in Brazil, you could be R&D manager or you could do that or that” (18) |
| (d) Regular reviews of talent pools: no | “What’s so cool about [organization] is that we have an open labor market. Every single opening is put on our intranet and made visible to everyone” (14) |
| (a) Emphasis on strong employer brand: high | “It is not at all difficult to communicate to potential employees what we offer. We believe relentlessly that we have able employees. What we communicate is that we don’t pick five talents and put all our efforts on them. Here, everyone gets chances” (18) |
| (b) Reliance on loyalty-enhancing activities aimed at talents: high | “We want people to develop their own strategies. Their own KPI’s. […] When they are done, their manager says “well done, go ahead and apply for your next challenge’” (18) |
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